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Sustainable Lean The Story of a Cultural Transformation
1st Edition Robert B. Camp (Author) Digital Instant
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Author(s): Robert B. Camp (Author)
ISBN(s): 9781482201550, 1466571691
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Year: 2013
Language: english
Sustainable
LEAN
The Story of a Cultural
Transformation

R o bert B. C a mp
A PRODUCTIVITY PRESS BOOK
Sustainable
LEAN
The Story of a Cultural
Transformation

Robert B. C a mp

Boca Raton London New York

CRC Press is an imprint of the

Taylor & Francis Group, an informa business

A PRODUCTIVITY PRESS BOOK

CRC Press
Taylor & Francis Group
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Boca Raton, FL 33487-2742

© 2013 by Taylor & Francis Group, LLC

CRC Press is an imprint of Taylor & Francis Group, an Informa business

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Version Date: 20121003

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Contents
Preface...................................................................................................... v
About the Author...................................................................................vii

Chapter 1 The Encounter..................................................................... 1

Chapter 2 The Tough Question........................................................... 3

Chapter 3 An Honest Answer.............................................................. 5

Chapter 4 The Process Begins............................................................. 9

Chapter 5 Day 2.................................................................................. 15

Chapter 6 Metrics and More.............................................................. 31

Chapter 7 Cascading and Catchball.................................................. 41

Chapter 8 Hourly Key Performance Indicators and Summation.... 49

Chapter 9 Home Sweet Home............................................................ 57

Chapter 10 Wrap-Up and Some Advice.............................................. 63

Chapter 11 Confrontations Everywhere............................................. 67

Chapter 12 When It Rains …............................................................... 73

iii
iv • Contents

Chapter 13 Candor and Games........................................................... 81

Chapter 14 A War on Two Fronts...................................................... 119

Chapter 15 At Last, Some Good News.............................................. 127

Chapter 16 Pulling Out the Stops...................................................... 133

Chapter 17 The Showdown................................................................ 145

Chapter 18 A New Day....................................................................... 151

Chapter 19 The Fat Lady Sings.......................................................... 153

Chapter 20 A New Era........................................................................ 157

Epilogue................................................................................................ 161
Author’s Notes..................................................................................... 167
Further Readings................................................................................. 169
Preface
Anybody can start a Lean transformation. That’s easy. What’s hard,
is ­sustaining it.
Data indicate that more than 80% of all first-time transformations fail.
Why is that? Is it because applying Lean is hard? No! Is it because sustain-
ing Lean is hard? No! Then what?
In the book that follows, Jim, a plant manager for an electronics firm,
has already had one failure and realizes that if he doesn’t act quickly, he
may not get a chance to survive a second.
In one of life’s lucky happenstances, Jim meets Frank, a Lean consul-
tant, who agrees to help Jim and his staff implement and sustain a new
transformation. But before Frank will agree to take Jim on as a client, he
establishes some tough rules.
Those rules, Jim will learn, are the beginning of the discipline that he
and his staff must embrace in order to become Lean. As it turns out, the
reason most Lean transformations fail is that leaders fail to lead. Frank
will infuse Jim’s staff with new attitudes toward leadership and teamwork.
He will also teach them great tools to monitor their success.
Along his journey, Jim’s personal life will take some frightening turns,
and at their worst, his career will be threatened. What Jim will learn is
that good leadership pays dividends way in excess of the individual
­contributions paid in, and that the success of his transformation will alter
his career, and his personal life, forever.

v
About the Author
Robert B. Camp holds a bachelor of science degree in engineering from
the United States Military Academy, West Point, New York, and a ­master
of business administration from Franklin Pierce University, Rindge,
New Hampshire.
Robert spent almost 20 years of his career working for Mobil and
Lockheed Martin. Throughout his career, he has performed roles that have
drawn heavily on his increasing body of Lean knowledge and experience.
He has spent more than 10 years consulting to government and industry
leaders on the topic of Lean. His consulting work has taken him through-
out North America, Europe, and Asia.
Today, he is vice president of operations for a company making
­specialty apparel for the healthcare industry. He is a board member of
the Association for Manufacturing Excellence (AME), an organization
­dedicated to the advancement of Lean concepts around the world.
Robert is the author of Go and See: A Journey about Getting to Lean,
Ascoli Publishing LLC, 2009.

vii
1
The Encounter

I’d like to tell you that I met Frank in the first-class section of a flight from
China, but that wasn’t the case. No, I met Frank when he addressed our
town’s Rotary.
Don’t get me wrong, the Rotary brings in some great lecturers, but Frank
had passion and he had a compelling message. The message? Stop bleeding
off U.S. manufacturing to other countries.
Frank’s discussion could have been high level and philosophical,
but wasn’t. It was data packed and offered solutions. I wasn’t alone in my
appreciation for his message. Not only did we give him a standing ovation,
several of us approached him after the session ended.
When it was my turn to talk, we exchanged a handshake and I told
Frank my story.
Two years ago, I’d brought in some consultants to help me to employ
Lean in my factory. At first, they did great stuff. Costs dropped, defects
dropped, and delivery times dropped. It was amazing.
When our contract ran out, I expressed my sincere gratitude. Their
lead consultant asked me to extend the contract, but corporate had been
breathing down my neck to get my consulting costs back in line. I had to
decline.
In the months that followed, things did all right, but then seemed to
slowly drift back to the preconsultant conditions. I was frustrated. My boss
was frustrated. My employees were frustrated. “What did I do wrong?”
I asked Frank.
He’d listened politely to my story and only now did a smile creep across
his face. “What you did,” he said, “was to trust someone else to perform
a job that only you and your managers could really do.”
“I don’t understand,” I admitted.

1
2 • Sustainable Lean: The Story of a Cultural Transformation

“What you did was to allow consultants to come in and assume leader-
ship of your Lean transformation. I hate to admit it, but even consultants
don’t always get it.”
“I’m not following,” I said, looking at the floor. “What should I have
done?”
Frank looked at the line behind me and said, “The answer to your q ­ uestion
will take longer than a few minutes.” He handed me his b ­ usiness card and
said, “If you are really interested, give me a call tomorrow m ­ orning after
7:00 a.m. I’m only in town until 5:00 tomorrow evening, but I’ll meet you
for coffee in the morning and answer your question.”
I thanked him again and left.
That night I woke from an ugly dream. My boss was telling me that
he was going to have to fire me because my plant’s numbers had all
gone south. In a transition that would make no sense in waking life, the
­consultants were in front of me saying, “We could have told you this was
going to happen.”
As I snapped awake, security was leading me out of my office and my
boss was shaking someone else’s hand, someone who I knew, and with
the clarity that only a dream can provide, I could tell that he was my
replacement.
My heart was racing and there was a sour taste in my mouth. Hours
later, when I finally got back to sleep, it was only after vowing to call
Frank in the morning. Thus began what has become the most amazing
­transformation of my factory and, more importantly, of me.
The months ahead would see our costs plummet, our on-time delivery
go from the low 80s to nearly 100%, and our defects drop by close to 80%.
I’d like to tell you that it was a breeze getting there, but that would be a lie.
It was hard work and often painful, but more of that later.
2
The Tough Question

Frank met me at a local coffee shop. My fear from the dream had never
fully subsided. I was ready for answers and was willing to listen to ­solutions
that would get me back to what I’d had two years earlier.
“So,” Frank opened, “tell me about your experience.”
“Where to begin …” I ventured. “OK, it started like this. A friend had
used these folks and they had done wonders for him. He’d done so well
that he’d been promoted the following year. ‘What have you got to lose?’
he’d asked me. I called the agency and set up an appointment.”
“The lead consultant described the kinds of things they’d do and that
we’d measure results every step of the way. They weren’t cheap, but they
guaranteed four times their cost in first-year savings.”
“Did you get it?” Frank asked.
“That and then some,” I replied. “It was amazing how their methodology
worked. The more our costs dropped, the higher our first-pass yield got.
The better our yield, the faster our processes became and the more pleased
our customers were. It was wonderful ....”
Frank interrupted my reverie, “Then what?”
I sniffed derisively. “Then, I didn’t renew their contract and things
seemed to fall apart.” I told Frank about the dream and admitted that,
since the dream, I’d realized that there were signs that my boss might,
indeed, be looking to replace me.
“It takes a good dose of paranoia to reach a general manager position,”
he said. “I wouldn’t lose sleep over this.”
Unconvinced by Frank’s bonhomie, I asked, “Is there anything I can
do?” already sensing the answer. I suspected that my heydays were behind
me and that it was now only a matter of time until I was let go.
“I don’t know,” Frank responded. “How hard are you willing to work?”

3
4 • Sustainable Lean: The Story of a Cultural Transformation

“I’m willing to do what it takes,” I replied, “but isn’t the question

‘How much are you willing to pay?’” I asked sarcastically.
“No, if I wanted to know that,” he said, “I’d have asked you that.”
“I’ll tell you the truth,” Frank continued, “it’s a long shot. Most leaders
don’t have the commitment to see a Lean transformation through, but on
the off chance you’re different, I’ll tell you what the next step is and give
you until tomorrow to give me an answer.”
“That simple?” I asked.
“That hard,” Frank responded.
“OK, shoot.”
“Are you willing to change the way you manage so as to become a Lean
Leader? Now, before you answer ‘Yes,’ let me tell you what is required of a
Lean Leader. You will need to commit to leading with both data and heart.
You’ll need to part company with people who aren’t willing to support the
transition to Lean; some of them might even be close to you, friends even.
You’ll need to listen more and delegate more and lead by truly getting out
front.”
“You think about that and ask if you are really willing to do that. If you
are, you can turn your company around in six months. In that time, you’ll
be well on your way to a lifelong transformation.”
“Of course,” he continued, “if you decide you can’t, you’ll be in good
company. Fewer than 20% of executives are able.”
“So, think about it and give me a call tomorrow.” Frank checked his
watch. “I’m sorry, Jim, but I’ve got to dash. I’ll look forward to your call.”
“Wait!” I urged. “What will it cost me?”
Frank had already grabbed his mug and was walking to the recycle
­station. “We’ll talk about that tomorrow. Meanwhile, ask yourself what
you’d be willing to pay to be successful, to turn your firm around, to be
part of the 20% who were able to become true winners; not only them,
but everyone who works for them. You can tell me that tomorrow, too.”
Frank pulled a 3 × 5 card from his breast pocket and made a notation.
“Tomorrow,” he said, waving good-bye.
3
An Honest Answer

I mulled Frank’s question over for hours. Was I willing to change?

I thought I was, but the mere fact that Frank assigned so much value to
the answer made me hesitant.
What would I be asked to change? Change the way I lead? That could
mean lots of things, but Frank had specifically said that I might have to
part company with folks who worked for me, maybe even friends. Could
I do that?
All told, I only had six direct reports: Phil, my controller; Hank,
my ­engineering director; Gus, my operations director; Flo, my HR
­d irector; Justine, my sales director; and Carlos, my materials director.
Well, then there was Margaret, my secretary. Which of them would I
be willing to lose? Really, the question was which would I be willing
to fire?
I rolled that question around all afternoon and into the evening.
At ­supper, Joyce, my 16-year-old, said, “You haven’t heard a word I said,”
in a huffy voice more appropriate for a wife than a daughter. Jim Jr.,
my 11-year-old, said “Can’t you see that Dad’s working something out in
his head?”
Out of the mouths of babes, I thought.
“You’re right,” I admitted to Joyce. I gave a sheepish smile across the
table to Bridget, my wife. Looking at Jim Jr., I said, “And you’re right, too,
son. I’m working through a really tough question that I’ve got to answer
tomorrow.”
Bridget reached across the table, taking my wrist. I knew it to be a sign
of affectionate support, so when she asked, “Anything we can help you
with?” I didn’t get defensive. I just looked down at my plate and shook my
head in the negative.

5
6 • Sustainable Lean: The Story of a Cultural Transformation

“Do you think you could stick with us a few minutes? Joyce has been
invited to the senior prom and wants our permission.”
“Wow, Joyce, that’s quite an accolade. A freshman getting invited to the
senior prom?”
I caught a look from Bridget. I could tell that she didn’t want Joyce
going, but I hadn’t heard her reasons earlier. I’d been too wrapped up in
my own problems.
Then it hit me, didn’t Frank say that part of changing was that I was
going to have to listen more? Boy, I’d failed that requirement already. Maybe
I really did need to change. I sure wasn’t being much of a leader at home.
I looked at Joyce and said, “Honey, this is a big deal for you, but it’s a big
deal for your mom and me, as well. Let us talk it over and we’ll give you an
answer by tomorrow night.”
“Whatever,” said Joyce in disgust. She pushed away from the supper table
and marched off to her room, only to slam the door. She’d been ­looking
for an easy “Yes,” and, I had to admit, I’d been the one in the past to give
it. I’d wanted to avoid confrontation, but now realized that I’d undercut
Bridget every time I did. I’d sacrificed my relationship with my wife, for a
relationship with my kids. I wondered if being a pushover really gave me
a ­relationship with them, or did they just use me to overcome their mom’s
objections?
“Jeez!” I thought, “Was I this bad at work?” That sent me off on another
bout of self-reflection. At least I’d been able to defuse Joyce’s crisis long
enough to talk things over with Bridget. I suppose I should take credit
where I could find it.
That night I tossed and turned. Bridget and I had resolved to let Joyce
go to the prom, but that the boy had to come to the house for supper
­beforehand, and he’d have to have her home by midnight. We knew we’d
get pushback from Joyce, but we were both OK with that. I have to admit,
it felt good being a real partner to Bridget and working through this
­problem like a real couple.
Now I was worrying about Frank’s second question. What was a trans-
formation worth to me? Well, I began my ruminations. The c­ onsultants
had saved me $1,200,000 in six months on revenue of $100 million. If we
could do half of that with Frank’s help, we could save half a percent of rev-
enue or about $1 million on $200 million of sales. If I paid Frank half that,
he’d walk away with $600,000 and I’d still have my job and any savings we
made after that.
I drifted off to sleep sometime later. I was as prepared as I was going to be.
 An Honest Answer • 7

The following day I called Frank.

“So,” he asked, “What did you decide?”
I was honest. “I decided that I might just need to change. I won’t know
until I do it though. I guess I worry about what will happen if we get part
way through this and I just can’t take any more.”
“Then,” Frank stated, “you’ll just have to quit.” He let the statement sink
in. Quit. A four-letter word to anyone who had even the most remote idea
of being a leader.
Frank continued, “If you go in with that mindset, though, you’ll already
have one leg over the fence. You’re either going to see this through,
no ­matter what the cost, or you may as well just end it here. Which do you
want to do?”
I wasn’t a quitter and Frank had really impressed me during his talk to
the Rotary.
“I’m in,” I said with conviction. I honestly think it wasn’t until that
moment that I made the decision to fully commit.
“Well then,” Frank began, “when can we begin?”
“How about next month?” I asked, consulting my calendar. I shuddered
at the sheer volume of commitments that were already lined up. I’d just
have to shift some, I told myself.
“How about next Monday,” Frank responded.
“No way,” I replied without hesitation.
“So, you’re prepared to postpone improving for a month? What will
make next month better? How do I know that we won’t get a week away
from starting and I’ll get a call from your secretary to postpone again?
No, it’s either next week or you can find someone else.”
I was half ready to say, “Then I’ll get someone else,” but I knew he was
right.
“Wow, you drive a hard bargain,” I said with a laugh, trying to defuse
the moment. Frank hadn’t raised his voice or seemed cross. He’d been
very matter-of-fact as he delivered his questions, but I could tell this wasn’t
his first bullfight.
“Perhaps,” I began again, “you could tell me what we’re about to begin.”
“I guess that’s fair,” Frank responded. “OK, let me give you a brief
­synopsis of what’s ahead.”
8 • Sustainable Lean: The Story of a Cultural Transformation

“We’re going to work together for six months. Each of those months I’m
going to spend a week at your site. The first month, you and I are going
to meet and lay out our plan of action. On the second day, you are going
to assemble your direct reports and we’re going to spend three days
­devising a metric system that ties back into your mission statement.”
“You and I will wrap up the last day. We’ll lay out the plan for the
­following month and I’ll be gone by noon. Then you and your staff
are going to begin the process of measuring your performance in each of
the areas until I return the following month.”
“Wait!” I stammered. “You’re going to tie up me and my staff for a week?
Honestly, Frank, maybe I can’t do this.”
“Let me ask you, Jim, what are you going to do that’s honestly more
important? I’m asking you to set aside one week to create a strategic plan
for the rest of your organization’s life. Do you really think that what you’ll
do instead will be more important?”
“It’s just a guess,” he continued, “but I’ll bet you spend most of your day
fighting problems that should never make it to your level. You’re frustrated
and wish your people would take more initiative. Corporate is breathing
down your neck and you never seem to be able to get out from under their
gaze. Am I close?”
I was mute. He had just described my work life with brutal accuracy.
Frank realized I was too embarrassed to respond and simply asked in
a soft voice, “Are you ready to stop all that and get control?”
“Yes,” I almost whispered into the phone.
“All right, then. I’ll see you Monday. I’ll be there at 9:00 a.m. to give
you a few minutes to get things going, but then you’re mine until noon
on Friday. Do you agree?”
“Yes.” What else was I going to say?
4
The Process Begins

I was at work at 6:30 a.m. Monday morning. I saw the Sunday night shift
shuffle out at 7:00 a.m. and met with my staff at 8:00. I gave them a heads-
up about what was about to befall us. There was the expected grousing,
but I raised my hand. “Folks, this is our future. We’ve been adrift ever
since the consultants left two years ago. Our numbers have dropped across
the board and we’re under constant scrutiny by Corporate. I don’t want to
live that way anymore.”
“Now, this isn’t mandatory. You’re welcome to resign.” I paused to let
the thought sink in. “If you don’t resign by tomorrow morning, then I’ll
expect to see all of you back here in the conference room at 8:00 a.m.
Clear?”
I was rarely this dictatorial, but honestly, I couldn’t see us succeeding
if we went at this half-heartedly. I really felt that was Frank’s whole point
during the phone call last week. You either want this or you don’t. I could
hear my football coach’s voice as I recited that admonition in my head.
There was no response. I swept the papers that were in front of me into
a pile and stood. “Gus,” I said to my operations director, “you’re in charge
for the rest of the day. I want you to choose the person to whom you’ll
assign that responsibility for the rest of the week. Let Margaret know by
noon. Ask her to tape a note to the door if I’m still in my meeting.”
“Anything else?” I asked looking at the others.
No one said a word. They just gathered up their things and filed out.
Frank arrived at 9:00 a.m. I met him at the door and we exchanged
pleasantries as I walked him to my office. Once we were seated across from
each other, he began.
“OK, you already know the week’s schedule. Let me give you an overview
of what we’re going to achieve. But first, let me explain why it’s important.”

9
10 • Sustainable Lean: The Story of a Cultural Transformation

“When the last consultants left you, your leadership team no more knew
how to conduct business in a Lean manner than they knew how to conduct
it on the moon. The consultants had been sure to do all the work and
gave you not a clue how to sustain the gains they’d made. We’re going to
change that, but to do so you need to understand what the consultants did.
That means that you and your staff are going to have to learn about Lean.”
“Now, to give your consultants their due, they did exactly what you’d
contracted with them to do, and from the sound of things, they did a good
job. The problem was not the consultants. The problem is that you didn’t
know what you didn’t know.”
“Let me repeat that. You didn’t know what you didn’t know. That means
that to you, Lean meant making your product flow better, faster, smoother,
not that it meant changing the way you do business, the way you lead,
­manage, and conduct yourselves. That’s hard to sell, so consultants rarely try.”
“In fact, some consultants don’t even know that Lean isn’t just a bunch
of tools and Kaizens. Well, I’m here to say that Lean is more than tools
and Kaizens. It’s a completely different way to manage, and while some
consultants don’t know that, you’ve got to.”
“The other problem is that most leaders want to change their
­organizations without having to personally change. That just won’t work.”
“We’ll talk a little about that on this visit, but next visit is when we’ll
really get into it. The plan is to make you and your staff as knowledgeable
about what’s happening as anyone in the facility, because you can’t lead
from behind.”
“Let me repeat that, too: You can’t lead from behind.”
“To lead, you’re going to want to know everything that’s going to ­happen
in this organization before it happens. But, you’re not going to microman-
age. You are going to be part of a deliberative body that will actually decide
what to do and where. You’re going to be the front line in leading Lean and
you need to have the best knowledge of anyone in this organization about
all that Lean implies, not just the manufacturing piece.”
“There may be one exception to that statement, and that is the subject of
this morning’s discussion. Any questions so far?”
I shook my head from side to side.
“All right. You’re going to need a Continuous Improvement person. This
is the person who will train Lean concepts to your employees and be the
first to execute the tools of Lean on your behalf. That person should know
more about Lean than you do. At least for now. So, before we go any f­ urther,
is there anyone already in your employ who knows a lot about Lean?”
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DELLA VITA DI MAOMETTO; DOVE E' NACQUE, E

QUANDO COMINCIÒ A REGNIARE, E IN QUAL
LUOGO E IN CHE TEMPO.

Sappiate, che Maometto nacque in Arabia, e fu un povero vetturale

che andava dietro a' cammegli co' mercatanti; e tanto v'andò, che
una volta arivò co' mercatanti in Egitto, e allora era de' cristiani. Ne'
diserti d'Arabia era una cappella, dove stava un Romito; e quando
Macometto entrò in questa cappella, l'uscio, el quale era piccolo e
basso, per lo entrare di Maometto venne grande e largo a modo
come una entrata d'un gran palazo. E sapiate, che questo fu il primo
miracolo che lui fece in sua gioventù. E da poi cominciò Maometto a
venire savio e ricco; e da poi fu governatore della terra principale di
Corondaria, e quela così saviamente governò, che, morto el
principale, lui tolse la sua donna per moglie, chiamata Cadiga. E la
donna, poi ch'ebe conosciuto che Maometto cascava del male
caduco, ella si dolse assai averlo tolto per marito. E Maometto tosto
si seppe riparare, e dielle a intendere che ogni volta che cadeva,
l'angiolo Gabriello gli veniva a parlare; e che per lo grande splendore
dell'angelo, il quale non potendo la sua vista sostenere, conveniva
che cadessi; e però dicono e Saracini, che l'angelo gli veniva spesso
a parlare. E questo Maometto regniò in Arabia negli anni del nostro
Signiore v. cº. x, e fu della generazione di Ismael, figliuolo d'Abraam
e di Agar che fu sua cameriera: e però vi sono saracini che si
chiamono ismaeliti, e altri vi sono propii saracini di Sara: altri son
chiamati Moabites e altri Monites, per li due figliuoli delle figliuole di
Lotho, che furono gran signiori in terra, cioè Moab e Amon.
 DELLA CAGIONE PERCHÈ I SARACINI NON BEONO
VINO, E DELLA FESTA CHE FANNO QUANDO UN
CRISTIANO SI FA SARACINO.

Item, Macometto amava un valente eremita, el quale stava nel

diserto, una lega dilungi dal monte Sinai, per la via che va da Arabia
inverso Caldea e inverso Iudea, a una giornata, ove i mercatanti
vanno per montagna. E tanto stava Maometto con questo eremita,
che a' suoi servi rincresceva l'aspettare, perchè Maometto si dilettava
delle parole dello eremita; e faceva fare vigilia a' famigli; di che loro
pensorono d'uccidere questo eremita. E avenne che, essendo
Macometto ubriaco una notte e dormendo lui, i sua famigli presono
una spada di Macometto e uccisono il romita buono, e poi rimisono
la spada nel suo luogo, tutta insanguinata. E la mattina, quando fu
digestito il vino, Maometto si svegliò e trovò il buono e valente
eremita ch'era morto; e volendo far giustizia de' micidiali, gli dettono
a intendere e famigli, insieme concordati, che lui stesso l'avea morto
per imbriacheza; e mostrorongli la spada propia sanguinosa; la quale
come la vide, credette che ciò fussi vero che dicevono e famigli. E
allora maladisse il vino e i bevitori di quello; e per questo e saracini
divoti mai non beono vino. Ma molti di loro ancora vi sono, che
nascosamente ne beono volentieri, ma se si sapesse, sarebono
ripresi da chi è sopra ciò; e beon bene buone bevande dolce e
nutritive, che fanno delle canelle di che si fa il zuchero, di buon
sapore, e fa buono apitito. Item, quando aviene che alcun cristiano
si fa saracino, o per semplicità, o per cattività, o per povertà, gli
archiflammi, o vero flammi che lo ricevono, dicono la Elech: ello, ella
Macometh, rosel, Alabeth [69]; ciò è a dire: non è Dio altro che un
solo e Macometto fu suo messagio. Ma poi che io v'ò iscritto parte de
la sua fede e leggie, io vi dinoterò le lor lettere e nome delle figure,
come le chiamono, le quali sono qui di sotto [70].
E ancora ànno quatro lettere più, per diversità del loro linguaggio,
perchè egli parlono molto nella gola, sì come noi abiamo in nostro
linguaggio di Inghilterra due lettere, che non sono nel suo
linguaggio, cioè y e z, che sono aboch hely.

FINE DEL VOLUME PRIMO.

 INDICE.

Al cortese lettore Pag. VII

Trattato bellissimo delle più maravigliose
cose e più nobile che si truovino nelle
parte del mondo, scritte e raccolte dallo
strenuissimo Cavalieri a spron d'oro,
Giovanni Mandavilla franzese che vicitò
quasi tutte le parte del mondo abitabili,
ridotto in lingua toscana 3
Qui discrive il primo camino d'andare al
santo sepolcro 9
Della chiesa di Santa Soffia 11
Della Immagine di Iustiniano imperadore ivi
In Gostantinopoli è la croce del nostro
Signiore 12
La descrizione della croce 14
Della oppinione d'alcuni cristiani del legnio
della croce 15
Della immagine della croce e chi la trovò 16
Della grandezza della croce 17
Della corona delle spine ivi
Della virtù che ànno le spine delle quali fu
fatta la corona al nostro Signiore 18
Del corpo di Santo Giovanni Grisostimo 20
Del corpo di Santo Luca ivi
D'uno vaso che si riempie per sè medesimo ivi
Della città di Gostantinopoli 21
Delle isole che sono in Grecia ivi
Onde nacque Aristotile e dove giace ivi
Del monte Olimpio 22
Del monte Attalante dove è l'aere puro e
netto ivi
Della belleza di Costantinopoli 23
Del corpo di Ermes 24
Come el Papa scrisse a' Greci che volessino
essere uniti ivi
Della risposta che e' feciono 25
Dello errore de' Greci contro alla
consecrazione del Sacramento ivi
Uno altro errore 26
Un altro errore ivi
Di molti altri errori de' Greci 27
Di ciò che fa lo Imperadore 28
Del corpo di Santo Nicolò 29
Dell'isola di Sivo (sic) dove cresce el mastice ivi
Dell'isola di Pathemos dove scrisse Santo
Giovanni l'Apocalisse ivi
Della cittade di Epheson dove Santo
Giovanni passò di questa vita 30
Della città di Maiolica 31
Dell'isola di Colcos e dell'isola di Crete della
quale fu Signiore Ipocras ivi
Come la figliuola d'Ipocras fu trasmutata
d'una bella fanciulla in uno orribile
dragone 32
In Cipro nasce buon vino el quale el primo
anno è rosso, e poi diventa bianco 35
Qui mette la cagione perchè abissò questa
città di Sotalia con l'isola, e fu per uno
orribile pecato 35
Dell'isola di Cipri, Niccosia e Famagosta 36
La croce di Dismas 37
Dove giace il corpo di Santo Girolamo e
dove giace Santo Ilarione ivi
Del porto di Tiro ivi
Delli roloni, granchi e della fonte di che parla
la santa Scrittura 38
Di Saphon, Sidonai, Baruti, Sidona e
Dammasco 39
Del Giapho che edificò Iaphet ivi
Di Andromades Giugante 40
Del grande monte, chiamato la Scala di
Ichiri 41
Come Sansone amazò e Filistei al palazo 42
Di Cesaria e del Castello de' Pellegrini, di
Ascalon, del Giapho, e come in Babillonia
dimora el Soldano ivi
Della grande Babillonia, la quale edificò
Nebroth primo Re 51
Come il Re Dario partì el fiume in quattro
mila secento rivoli piccoli per lo
giuramento ch'egli aveva fatto a
dispartirlo 52
Lo Imperadore di Persia tiene la grande
Babillonia ivi
Della città di Mecha, dove giace Machometto 53
Di Aaron padre d'Abraam (sic) e d'Ephien,
che fu gran teologo 54
Come el Nilo cresce e discresce 56
Del paese d'Egitto, o de la cagione perchè
quivi sono uomini Astronomi 57
Delle isole d'Egitto e delli Nubiani che
nascono neri come môri 58
Qui fa menzione d'uno mostro, el quale
trovò el romito nel diserto 59
Come è fatta la Fenice 61
Del Cairo e de le cose che vi sono ivi
Come si coglie il balsamo, e dove nasce, e
come non fruttifica se non si lavora per
mano de' cristiani, e come si conosce 63
Per quante vie s'entra in mare per andare in
Gierusalem 68
Dell'isola di Cicilia e di certe maniere di
serpe che conoscono e figliuoli legittimi
da' bastardi, e del monte Mungibello 69
Della via che va per lo porto di Pisa 70
Della via che va dall'isola di Rodi a l'isola di
Crete, e da Crete all'isola di Cipro ivi
Perchè si chiama mare rosso 73
Del monte Sinai, ove Moisè parlò con Dio 74
Della chiesa di santa Caterina e della
sepultura sua ivi
Come si estingue la sua lampeda quando el
Proposto muore 76
Della cappella di Elia profeta che si chiama
Oreb 78
Del luogo dove fu soppellita santa Caterina 79
Come si debba torre conmiato da e monaci 80
Del modo come s'arma questa gente 81
Della villa di Bersabè, ove dimorò Abraam ivi
Della casa d'Abraam 83
In questo luogo abitò Adamo et Eva, poi che
furono cacciati di Paradiso ivi
D'una spezie di terra che si mangia in luogo
di spezie 84
Della profezia, che un signiore d'occidente
guadagnierà la terra di promissione con lo
adiutorio de' cristiani 85
Della città di Bethlem e del sito suo e del 86
campo fiorito, e perchè si dice campo
 fiorito
Del luogo ove nacque Cristo 87
Del presepio del nostro Signiore, e dove
cascò la stella de' tre magi 88
Come fu chiamata Gierusalem, la quale
prima si chiamava Giebul 91
Delle città che sono intorno a Gierusalem 92
Delle chiese e luoghi che sono in Gierusalem 93
D'una lampana che sempre arde inanzi al
Sepolcro santo, la quale el venerdì santo
si accende da per sè stessa; e del monte
Calvario; e dove fu trovato el capo
d'Adamo; e di molte altre cose che ivi
sono 94
Come Iulio Cesare ordinò l'Anno di xii. mesi,
che prima non era se non di x. 96
Delle colonne che piangono la morte di Iesù
Cristo 97
Come Gostantino fece fare el morso del suo
cavallo del ferro de' chiovi santi, e della
vittoria che di ciò ebbe 98
Qui si fa menzione di molti luoghi santi e di
gran divozione 99
Dell'onore che fanno e Saracini alle lettere
del Soldano 102
Qui discrive quanto durò il tempio di
Salamone 103
Qui descrive la forma del tempio 104
Qui si fa menzione delle reliquie de' Giudei
che erono nell'arca 105
Del nome del tempio di Salamone 108
Della crudeltà di Erode e della vita sua 110
Qui si fa menzione come e' furono tre Erodi 111
Qui fa menzione di molti luoghi santi e divoti 112
Del monte Sion dove erono soppelliti Davit
et Salamone e molti altri Re 114
Qui fa menzione di molti altri luoghi santi e
divoti ivi
Di xxii. martori e quali ragunò el lione per
volontà di Dio en nuna notte, e del monte
Gioglia, dove giace Samuel profeta 117
Della chiesa di nostra Donna, e del tempo
che aveva quando murì 118
Qui si fa menzione d'alcuni luoghi santi 120
Del monte dove digiunò el nostro Signiore e
fu tentato 123
Della natura del mare Morto, e della
lunghezza sua 124
Del fiume Giordano, e del luogo ove fu
soppellito Iob, e altri luoghi 128
Come Giuliano Appostata fece ardere el
corpo di santo Giovanni e gittare la cenere
al vento 132
Come Teodosio imperadore trovò il capo di
san Giovanni Batista 133
D'una fonte che si muta quattro volte di
colore l'anno 134
Delle città che sono nella provincia di
Galilea, e dove nascerà Anti Cristo, e dove
sarà nutrito, e dove regnierà 135
Del luogo ove nacque nostra Donna, e di
quanto tempo era quando fu annunziata
da l'angiolo, e quanto tempo visse dopo la
passione 137
Del monte Tabor, e come el giudicio sarà el
dì di Pasqua 140
Dove nacque santa Anna 143
Dell'usanza di questo paese, e di diverse
maniera di cristiani e di lor costumi, e
come e' fanno la loro confessione, e delle
autorità, le quale allegono per loro
oppinione 145
Del sito di Damasco, e da cui fu edificato, e
della belleza e abundanzia sua; e come
santo Paulo, el quale leggeva fisica in
Damasco, fu convertito 148
Quivi descrive el sito della chiesa di nostra
Donna di Sardemaco e della inmagine
sua, la quale è ivi dipinta con diversi
colori; e poi descrive la valle di Beliar, la
città di Tripoli e la città di Baruti, ove
santo Giorgio uccise el dragone 150
Della via più brieve per andare alla terra
santa per mare, e delle cose che si
truovono per lo camino 153
Di molte altre diverse vie per andare al detto
luogo santo per terra, e de' luoghi e quali
si truovono per la via, e de' costumi di
quelle gente e di molte altre cose 155
Della lege di Maometto e della oppinione de'
Saracini, e delle oppinione che ànno dopo
la morte loro, e dove l'anima loro vada, e
in qual luogo, e di quel che tengono del
Paradiso e dello 'nferno, e della fede che
ànno 161
Nota qui la oppinione de' Saracini della
legge 166
Delle parole che mi disse el Soldano in
secreto, le quali ci confondono 168
Della vita di Maometto, dove e' nacque, e
quando cominciò a regniare, e in qual
luogo e in che tempo 171
Della cagione perchè i Saracini non beono
vino, e della festa che fanno quando un
cristiano si fa Saracino 173
 EMENDAZIONI.

Pag. xix, lin. 21. al Cairo, correggi in al Catajo.

Pag. 29, lin. 8. le porte, corr. in le parte.
Pag. 32, lin. 18. forte a ardito, correggi in forte e ardito.
Pag. 43, lin. 4. sì vae innanzi, corr. in si vae innanzi.
Pag. 80, alla nota 1. Mansione vale propriamente fermata,
posata, stanza; onde quivi male si interpreterebbe magione,
secondo che erroneamente dubitai.
Pag. 98, lin. 3. chiodi auti, corr. in chiodi santi.
Pag. 108, lin. 21-22. molto bella. In una piaza grande e piana;
in, corr. in molto bella, in una piaza grande e piana: in.
Pag. 148, lin. 22, dove legge è à a venire per Damasco, si
corregga in e' à a venire per Damasco.
Pag. 166, lin. 25. è la persona, corr. in è la parola. [71]
 NOTE:

1. Oltre i Viaggi, lasciò eziandio il Mandavilla un copioso Lapidario, nel

quale si divisano i varii ordini delle pietre orientali colle loro virtù e
proprietà, non che le isole e i paesi speciali ove ciascuna di per sè si
ritrova. Tre edizz. se ne conoscono e tutte e tre in lingua francese: la
prima di Lione, senza data, ma del sec. xv, in 8º picc., di fo. 24; la
seconda senza veruna nota tipografica, appartenente al 1535 circa, in
16, di fo. 28; e la terza di Parigi, 1561, in 12.

2. È in contraddizione con ciò che dicesi più sopra. Il Mandavilla fu

veramente inglese. V. alla pag. 7. li. 20.

3. Schernie, beffe, derisioni e simili. Nel Vocab. registransi Caleffare e

Caleffatore, ma non caleffo.

4. Una postilla marginale di mano di A. M. Salvini dice di fronte alla parola

vulgare: «le romance.»

5. e per la città d'Urpen e per lo castello di Neiseburges. Cod. Ricc.

6. 10 altri fiumi: cod. Ricc.

7. Ungheria e per mezzo Zeffe e per mezzo Tracia et entra. Cod. Ricc.

8. mantiene la sua dolcezza. Resurgie entro nel mare e meschiasi con

l'acqua marina. Dipoi: cod. Ricc.

9. Occidente: cod. Ricc. e st.

10. Un grazioso opuscolo fu stampato ultimamente a Vienna intorno alle

diverse opinioni sull'origine della Croce, del prof. Adolfo Mussafia:
Vienna, 1870.

11. Cod. Magl. le scale.

12. Il cod. Magl. legge costantemente pietra in luogo di piastra.

13. Qui manca il sopraddetto alfabeto ne' codici e nelle stampe.

14. Nicha e Chineton: cod. Ricc.

15. Giorgio dove giace il corpo di santo Nicolao e verso molti altri luoghi la
vede: Cod. Ricc. Le stampe leggono come sopra.

16. Questa rubrica manca ai due codd. mss.: sta però nelle stampe del 1488
e 1492.

17. Ho seguìto la lez. del cod. Ricc. nella maggior parte di questo Capitolo:
variano assai le lezz. delle stampe e de' mss. fra loro.

18. Il cod. Ricc. qui ha una lacuna. Le stampe leggono torse e il cod. Magl.
corse.

19. Qui ripiglia il cod. Ricc.

20. Isola già gran tempo tolsono allo 'mperadore. Soleva. Cod. Ricc. Le
stampe leggono come sopra.

21. Sono 300. leghe: cod. Ricc.

22. Questa rubrica manca ai codd.: è però nelle stampe.

23. Qui il sussidio del cod. Ricc. vien meno per mancanza di una carta: ci
gioveremo, al bisogno, delle stampe.

24. Le stampe: Califfe, ed. del 1488: e Caliphe, ed. del 1492.

25. Qui ripiglia il cod. Riccardiano.

26. E voglio che voi sappiate che quando il soldano vuole mettere in istato
un cavaliere o vero altro gentile uomo. Cod. Ricc.

27. 240 leghe: cod. Ricc.

28. sanza scalzarsi, cod. Ricc.

29. Così i codd.: le stampe hanno vividitade; forse per verdezza, verdura,
verdità e simili.

30. Di Gon altrimenti nominata Nilo; Cod. Ricc.

31. Vie sotterrane e va nelle loro citerne; e chi gli togliessi quella acqua,
eglino non potrebbono resistere: cod. Ricc. Le stampe leggono: et
hanno le loro citerne sopra quella aqua.
32. Che vuol dire la città del Sole: cod. Ricc.

33. così leggono anche le stampe. Il cod. Ricc. ha rama: brocca per rama
dicesi per tutta la provincia di Romagna.

34. In signif. di falsificare, adulterare e simili.

35. si per se leggesi comunemente nelle antiche scritture. Il cod. Ricc. ha e

s'egli è o rosso o nero ec.

36. Così il cod. Magl. e le stampe: il ms. Ricc. legge: e così ànno quegli del
paese nelle loro croniche.

37. Manca ne' codd. e nelle stampe.

38. Nel cod. Ricc. manca Al contrario. Nelle stampe leggesi Al contorno.

39. Così il cod. Magl. e le stampe: sopra la detta riviera del Nilo: cod. Ricc.

40. Così amendue i codd. e le stampe.

41. Il cod. Ricc. ha per giunta: e più altre chiese sono sopra el detto monte.

42. Il cod. Ricc. a questo luogo legge nel modo seguente: e dicono le genti
che tutto è un luogo medesimo et è tutto un paese, perchè l'uno monte
e l'altro si chiama Sinai, ma dall'uno all'altro è una grandissima via, e nel
mezzo tra l'uno monte e l'altro è una valle profonda.

43. Così i codd. e le stampe: forse magione.

44. Così i mss. e le stampe.

45. Questo avverbio posto così ass. e non seguito dal che, mi giugne nuovo
affatto.

46. Così i codd. e le stampe.

47. È in contraddizione con quello che l'autore disse più sopra.

48. Così i codd. e le stampe.

49. Questa versione leggesi soltanto nelle stampe.

50. Questi e simili scerpelloni sono scambiati a vicenda nelle stampe e ne'
codici: e non vi s'è potuto rimediare.
51. Nota maniera efficace, che tanto innamorò il Cesari, della quale egli
parla nel Dialogo delle grazie. Le stampe leggono gocciono, e il cod.
Ricc. gittono.

52. Così le stampe e il cod. Magl.: il cod. Ricc. legge: quando ella lo vide
credette ch'egli fussi uno frate del cordone, che così si chiamavono.

53. Una torsa vale dieci piedi.

54. Si poteva narrare sciocchezza maggiore?

55. Il cod. Ricc. ha residenza, e le stampe e il cod. Magl. stagio o staggio,

che vale stallo, cioè stanza, dimora.

56. Così il cod. Magl. e le stampe: il Ricc. legge ancora sasso.

57. Così le stampe e il cod. Magl. Il Ricc. offerire colombe e tortore.

58. Cod. Ricc. Crosoroe.

59. Cleophas amata dal nostro Signore: cod. Ricc. Le stampe: amica del
nostro Signore.

60. d'india da quella de Arabia: cod. Ricc.

61. Qui il nostro autore confonde Sichem con Neopoli: non ricorda quel che
disse poco più sopra: e di due città ne fa una sola: ma non è nuovo.

62. dinanzi per insino al mento è a Roma nella chiesa: cod. Ricc.

63. Le stampe leggono: è tutta bruscolata.

64. Mancano ne' codd. e nelle stampe, come pur vedemmo altre volte.

65. Così il cod. Magl. e le stampe. Il cod. Ricc. ha: e questi tengono la legge
greca.

66. altre regioni: cod. Ricc.

67. Così le stampe: i due codd. leggono la sua morte.

68. Così il cod. Magl. e le antiche stampe. Il ms. Ricc. legge: eglino ànno
violato.

69. Così le stampe e il cod. Magl.: nel Ricc. manca.

70. Manca nelle stampe e ne' codd., come altresì vedemmo alla pag. 28. e
come altresì vedremo altre volte più innanzi.

71. I codd. leggon veramente persona, ma l'ediz. del 1488, molto più
ragionevolmente, ha parola.
 Nota del Trascrittore

Ortografia e punteggiatura originali sono state

mantenute, correggendo senza annotazione minimi errori
tipografici. Le correzioni ("Emendazioni") indicate a fine
libro sono state riportate nel testo.
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